中小企業成長階段之領導變革：個案研究

Abstract

每個企業從創業出生到成長雖有其獨特的遭遇，但也都有著類似的發育過程和共通的問題。如同每個生命體，個性雖異，但在相同的環境裡長大，免不了大同小異的生長疾病。其中，創業初期即能快速成長的公司，剛進入企業生命週期中的成長階段初期時，很自然的在制度上軌道之前，組織體系即已增大而分化，並在疏於組織管理的適配之下，種下諸多潛伏的後遺症或日後生存的危機。 本論文先探討企業在成長階段的特徵，並對照所屬產業的生命週期階段，最重要的策略為何？從而於一籮筐雜亂問題的千頭萬緒中，抽絲剝繭的界定出兩項主要問題—「品質」與「人員流動」，為變革的目標。而變革的關鍵則是應用引爆點領導的原理，以中心關鍵人物—管理人為引爆起點，再擴散蔓延至全面的變革。因此針對諸多管理人才能深入探討，選擇有關於領導心理素質和貫徹執行力，並與主要問題有緊密相關性的才能。藉著這些管理人才能上的提升，再透過合適的變革步驟，逐步調整企業體質，完成變革的目的，回復健康穩健邁向願景的成長。 在個案研究的過程中，難免遭遇一定的抗拒阻力或意外狀況，例如強勢領導變成強人領導，秉持著基本理論的架構，綜合運用管理人的才能，皆可將之順利化解於無形。並且透過應用於當務之急—專案管理的實際驗證，快速改善了品質與人員流動的問題現狀，建立了有效可行的變革信心，而此快速戰果意味著管理人才能的提升，對於未來的變革持續或其他問題的處理，應有著長期並能擴散的正面影響，下一個成長階段才要開始。

People usually get the same diseases in life while growing up in different environments. Similarly, enterprises share common growing pains in spite of their own exclusive and distinctive growths. Some fast growing companies enter the early growth stage of the corporate lifecycle, inevitably increasing and expanding their organizations before a set of suitable regulations are in place. Without paying much attention to the necessary organization management, many potential problems or even crises are already planted in the organization before they are realized. This study explores the common characters of a company at the Growth Stage as well as the winning strategy-to-be at the Growth Period of its industry life cycle to focus on two major issues, “quality” and “employee stability”, from among many other problems. The target of the change from the company revolution (The Change) is to fix the issues by applying the principle of “Explosive Point of Leading Style” which initiates The Change from central key factors – managers who will in turn affect the whole organization just like an explosion exploding from a central point, propagating the power to the peripherals. Therefore, strengthening key manager capabilities, those associated with mental leadership as well as physical execution, and following up with a suitable process for The Change will be the tasks to recover the company’s health. During the study, some reluctance and surprises were encountered. By following the theory and applying the enhanced manager capabilities, surprises such as strong leaders instead of strong leadership were resolved quickly and properly. Consequently, project management was identified as the initial trouble point to implement The Change. Its quick achievement gave us high confidence for further change. We believe that The Change can continue bringing positive results. The next growth stage is about to begin.